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Negotiating the European External Action Service (EEAS): Analyzing the External Effects of Internal (Dis)Agreement *
Author(s) -
MURDOCH ZUZANA
Publication year - 2012
Publication title -
jcms: journal of common market studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.54
H-Index - 90
eISSN - 1468-5965
pISSN - 0021-9886
DOI - 10.1111/j.1468-5965.2012.02285.x
Subject(s) - negotiation , institution , argument (complex analysis) , european commission , political science , service (business) , ordination , action (physics) , commission , public administration , law and economics , sociology , business , international trade , law , european union , computer science , marketing , biochemistry , chemistry , physics , machine learning , quantum mechanics
Analyses of the rising capacity for co‐ordination within the Secretariats‐General of the European Commission and Council have concentrated on their effects within these respective institutions. This article, in contrast, argues that the presence/absence of co‐ordination capacities developed within an institution may have an important bearing also on the relations between institutions (for example, in inter‐institutional negotiations). The empirical analysis traces the negotiation process leading up to the creation of the European External Action Service (EEAS), and finds substantial support for the theoretical argument.